Theodore Roosevelt skinny-dipped in the Potomac River, owned a pet hyena, boxed in the White House, and reportedly drank a gallon of coffee a day (a legend that inspired Maxwell House to attribute the phrase “good to the last drop” to him).

The next advantage in business will come from leaders who can manage machine labor as deliberately as they manage people. Professor Ethan Mollick at Wharton fram

During times of excessive work and crisis, something has to give. Sometimes brutal prioritization is the only way to make it through those challenging times with your sanity intact.

With ISO 9001:2026 just around the corner, the topic of internal auditing is likely on the minds of many quality professionals.

Manufacturers have spent millions investing in safer equipment, smarter automation, and increasingly sophisticated operational technology.

We often think of AI as a technological revolution that will transform industries, disrupt jobs, and change the nature of competitive advantage.

All too often, leaders seek to build support for an idea by talking—a lot. They may go on and on about why the decision is a good one, detailing its benefits, the reasons others should support it, and the path forward.

As a significant portion of the experienced manufacturing workforce approaches retirement, companies face the critical threat of losing undocumented tribal knowledge.

When people hear the word innovation, they often think of groundbreaking products, disruptive technologies, or revolutionary ideas. But not every improvement needs to reinvent the wheel.

The office lights are on, but plenty of seats stay empty. Employees have heard the policy, nodded at talking points, and then organized their week around what helps them live well.